As a CEO and executive coach, I make extensive use of 360 DFB to understand my coachees better. However, in my view, an assessor of any 360 DFB must be alert to two potential flaws in feedback:
- The Stereotype effect (past experiences create a stereotype that cloud current perception)
- The Halo effect (a single or a small set of qualities in which the employee is a 'saint' overshadows all others)
The one way to mitigate these is to dig into details - this is possible if the 360 DFB is conducted as an open ended or face to face process but is limited when administered through a questionnaire.

Flaws in 360 FeedbackJaap de Jonge, Editor, NetherlandsCertainly Murli, good to mention these here. An immense list of (35) more potential flaws can be found in our Performance Appraisal Forum. Look for the thread called "Checklist of Common Errors in Performance Appraisals". Worth reading!

360 Degree Feedback not AnonymousNasser, Manager, United Arab EmiratesIt is supposed to be anonymous, but rarely so. The result is that what you get is conditioned responses, hence the data could be flawed.